Navigating the Leap from Contributor to Leader: The Challenge of First-Time Managers

Transitioning from being one of many in a classroom or on a team to stepping into a leadership role is a pivotal moment in any professional journey. For many, this shift represents an exciting new chapter filled with opportunities for growth and influence. Yet, for first-time managers, it can also be fraught with challenges that reveal stark differences between individual contributor roles and leadership responsibilities.

The Drive to Excel

Reflecting on school days, many of us remember the competitive spirit that drove us to excel. We wanted to stand out in a sea of peers—striving to be among the best, be it in academic achievements or team projects. This desire to be the best persisted into our early careers. While cooperation was necessary in team settings, our primary focus often remained on personal performance and advancement.

Once introduced to the workforce, this mindset morphed into a professional ethos where meritocracy reigned supreme. While diligently attending to tasks and fulfilling responsibilities alongside our peers, the ambition to be recognized as the most capable still prevailed. After all, the prospect of promotions was enticing—driving us to be seen as indispensable in our roles.

The Leap to Leadership

Then comes the transformative moment: promotion to a managerial position. Stepping into the shoes of a leader shifts the focus from personal achievements to the development and performance of others. New responsibilities immediately intertwine with the understood principles of talent management and leadership development. Yet, as many first-time managers find, theory doesn’t always translate seamlessly into practice.

Research has shown that a significant portion of first-time managers struggle in their new roles. A staggering 20% of first-time managers receive poor ratings from their direct reports, while 26% express feelings of unpreparedness. Alarmingly, nearly 60% of them report receiving no formal training as they transitioned into leadership positions. This lack of preparation often leads to confusion and missteps along the way.

Challenges Faced by First-Time Managers

Based on decades of experience leading a multi-billion dollar organization and teaching aspiring leaders, I have identified three core challenges that undermine the success of first-time managers:

1. Struggles with Delegation: The newfound authority can be intoxicating, especially for those who have always relied on their capabilities to get the job done. With a history of individual accomplishment, first-time managers often exhibit reluctance to delegate tasks, fearing that others may not meet their high standards or timelines. This mindset stifles teamwork and innovation, with many managers unwittingly returning to a one-person show.

2. Micromanagement Tendencies: The instinct to oversee every detail of a project’s progress leads many first-time managers to micromanage their teams. They may believe such close oversight equates to engagement and care. However, this behavior often results in demoralizing environments where team members feel a lack of trust from their leader. Micromanagement can damage team morale and empowerment, essential elements for fostering a thriving workplace.

3. Focus on Personal Image Rather Than Team Development: Even with the intent to lead effectively, many first-time managers find themselves inwardly focused. They may fear that sharing credit or allowing team members to present work might jeopardize their perceived value to senior leaders. This tendency to present individually rather than collaboratively can stymie not just personal growth but also the development of the entire team.

Supporting the Transition to Leadership

Recognizing that many first-time managers grapple with inherent challenges serves as a crucial call to action for seasoned leaders within organizations. By prioritizing the development of these novice leaders, companies can cultivate a strong leadership pipeline. Here’s how leaders can effectively support first-time managers:

1. Emphasize Values-Based Leadership: It’s crucial for emerging leaders to embrace a definition of leadership that surpasses mere management. Leadership is fundamentally about influencing others and creating a positive impact. Values-based leadership encourages continuous reflection on principles that matter most—leading with integrity, empathy, and authenticity. By embedding these values, first-time managers can inspire their teams in more profound ways.

2. Encourage Self-Reflection: Self-reflection is an essential practice. Regularly stepping back and considering one’s values, goals, and priorities fosters greater self-awareness, enabling managers to understand their own influences and how they can best support their teams. The journey of leadership cannot truly begin without a thorough understanding of oneself.

3. Promote a Balanced Perspective: First-time managers should learn the importance of seeking diverse perspectives within their teams. A balanced approach not only enriches decision-making but also opens avenues for communication and collaboration. Engaging team members encourages a collective ownership of ideas and reduces the impulse to dominate discussions solely for personal recognition.

4. Foster Motivation Through Empowerment: Cultivating an atmosphere where creativity and insight are valued transforms team dynamics. First-time managers must learn to motivate their team members actively, empowering them to contribute meaningfully to projects. This shift not only enhances team engagement but elevates everyone’s commitment to shared objectives.

The transition to a managerial role can be one of the most profound changes in a career. By shifting the focus from personal success to empowering others, first-time managers can realize their leadership potential. Fostering an environment where team members feel valued and heard not only enhances collaboration but also positions managers for success in their roles, paving the way for further advancement.

This article originally appeared in Forbes.